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Contract Opportunity

PRESOLICITATION NOTICE
Request for Architect Services (A/E) 330 submission
Solicitation: 36C25524R0050
Update VISN 15 Integrated Master Plan
Project No. V15-24-101
CONTRACT INFORMATION

This A-E Services requirement is being procured in accordance with the Brooks Act (Public Law (PL0582) and implemented in accordance with the Federal Acquisition Regulation (FAR) Subpart 36. Firms will be selected for negotiation based on demonstrated competence and qualifications for the required work.

This procurement is restricted to Service-Disabled Veteran Owned Small Business (SDVOSB) firms. This requirement is being procured in accordance with the VAAR 836.606-71 as implemented in FAR Subpart 36.6.

This is not a Request for Proposal, and an award will not be made with this announcement. This announcement is a request for SF 330 s from qualified Architectural and Engineer (A&E) contractors that meet the professional requirements.

The selection criteria for this acquisition will be in accordance with FAR 36.602-1, evaluation factors are listed below. The completed SF 330 will be evaluated by the Columbia VAMC Evaluation Board in accordance with FAR 36.602-5(a) and the selection report shall serve as the final selection list, which will be provided directly to the Contracting Officer. Negotiations will be conducted beginning with the most highly qualified firm. The Government will not pay nor reimburse any costs associated with responding to this request. The Government is under no obligation to award a contract as a result of this announcement.
The contract is anticipated to be awarded no later than APRIL 2024.

Award of any resultant contract is contingent upon the availability of funds.

No solicitation document is available and no other information pertaining to project scope, etc. is available at this time. Any request for assistance with submission or other procedural matters shall be submitted to Jeanette Mathena and James Petrik via e-mail to: jeanette.mathena@va.gov and james.petrik@va.gov.

Personal visits to discuss this announcement will not be allowed.

The NAICS Code for this procurement is 541310 A/E Services and the small business size standard of $12.5 Million. Award of a Firm Fixed Price contract is anticipated. Anticipated time for completion of design is estimated at 455 calendar days including time for VA reviews. The A/E firm shall also be required to perform construction services if award of a construction project contract is made.

DATABASE REGISTRATION INFORMATION:
VERIFICATION OF STATUS OF APPARENTLY SUCCESSFUL OFFEROR THIS ACQUISITION IS 100% SET-ASID FOR QUALIFIED SERVICE-DISABLED VETERAN OWNED SMALL BUSINESS AE FIRMS INCOMPLIANCE WITH FAR 52.219-14 and VAAR 852.219-73. ONLY BUSINESSES VERIFIED AND LISTED IN THE VENDOR INFORMATION PAGES DATABASE, https://sam.gov/content/home SHALL BE CONSIDERED.
SYSTEM FOR AWARD MANAGEMENT (SAM):
Federal Acquisition Registrations require that federal contractors register in the System for Award Management (SAM) database at https://sam.gov/ and enter all mandatory information into the system. Award cannot be made until the contractor has registered. Offerors are encouraged to ensure that they are registered in SAM prior to submitting their qualifications package.

THE EXCLUDED PARTIES LIST SYSTEM (EPLS):
To ensure that the individuals providing services under the contract have not engaged in fraud or abuse regarding Sections 1128 and1128A of the Social Security Act regarding federal health care programs, the contractor is required to check the Excluded Parties List System (EPLS) located at https://sam.gov/ for each person providing services under this contract. Further the contractor is required to certify that all persons listed in the qualifications package have been compared against the EPLS list and are NOT listed. During the performance of this contract the Contractor is prohibited from using any individual or business listed on the List of Excluded Individuals/Entities.

E-VERIFY SYSTEM:
Companies awarded a contract with the federal government shall be required to enroll in E-Verify within 30 days of the contract award date. They shall also need to begin using the E-Verify system to confirm that all of their new hires and their employees directly working on federal contracts are authorized to legally work in the United States. E-Verify is an Internet-based system that allows an employer, using information reported on an employee's Form I-9, to determine the eligibility of that employee to work in the United States. There is no charge to employers to use E-Verify. (FAR 52.222-54)

Qualified A-E firms are required to respond if interested by submitting one (1) original completed Standard Form 330 qualification package Parts I and II to include all consultants (form available on-line at: : http://www.gsa.gov/portal/forms/download/116486). Must include in Part I Section H an organizational chart of the firm (excludes consultants) and a design quality management plan. Submission information incorporated by reference is not allowed. All submissions must be in pdf and emailed.

Completed package shall be delivered on or before February 23, 2024 by 2:00PM CT to the following email address: jeanette.mathena@va.gov and james.petrik@va.gov.

Email subject line shall clearly identify Solicitation number:36C25524R0050 and project name Integrated Master Plan Project No. V15-24-101. The 330 submission must be a pdf document and must be below 10 MG and not to exceed (50) pages.

PROJECT INFORMATION

The A/E shall provide update to existing 2016 Integrated Plan (IP) for Veterans Integrated Service Network (VISN) 15 consisting of 2 geographic markets East and West. The services planning and facility planning will include only Veterans Health Administration operating real estate or facilities within the VISN footprint. The Integrated Planning process includes the update of Market Health Service Delivery Plans (HSDP), Facility Master Plans (FMP), and VISN Planning Reports that will be used by VHA in the annual VHA planning and budget cycles to provide input and direction for VA Strategic Capital Investment Planning (SCIP) process. The master plan shall consist of comprehensive schedule of capital projects over a period of ten Federal fiscal years composed of detailed operating plans for the first five years and generalized plans for the last five years for each of the VA Healthcare Systems (VAHCSs) listed in Attachment A. The master plan will propose necessary infrastructure improvements, site preparation work for medical equipment installations, space renovations/additions and leases to support the services provided at each VAHCS as assigned by Veterans Integrated Service Network (VISN) 15. The existing 2016 VISN 15 Integrated Plan will be provided to awardee of this contract for review.
A/E will need to visit the Medical Centers (see Attachment 1 Facility List) Kansas City VAMC; Harry S. Truman VAMC; Dwight D. Eisenhower VAMC; Colmery-O Neil VAMC; Robert J. Dole VAMC; Jefferson Barracks VAMC; John Cochran VAMC; Poplar Bluff VAMC; Marion VAMC. It will not be necessary to visit all of the community-based outpatient care clinics. Poplar Bluff VAMC has a recent master plan that is scheduled to be complete Spring 2024. Poplar Bluff VAMC master plan will need to be reviewed and evaluated for accuracy/concurrence with other VAMC master plans under development with this contract.
A/E shall provide professional, multi-market health systems planning, medical facility planning, architecture, engineering, data analyses and related services including technical and administrative support services as necessary to accomplish the tasks in this Statement of Work as further defined by the VAFM Integrated Planning Handbook. The Contractor shall conduct its operations and provide the required services in a manner which facilitates observation, documentation, and collaboration with VISN 15 s Project Delivery Team (PDT). Leased facilities are to be incorporated into the main facility master plan. VA Infrastructure Strategy (to be provided by VISN 15 COR upon contract award) is to be incorporated into the update of facility master plans to include the designated tranches of each facility.
A/E shall develop individual preliminary Integrated Priority Lists (IPLs) of projects for each VAHCS within the market that are consistent with market-level plans for healthcare services as assigned by VISN 15 and recommended by VA s AIR Commission recommendations. The IPLs shall recommend land acquisitions, new building/structure siting, renovations of existing space, site infrastructure improvements (including utilities and stormwater management), roadway and parking lot/garage changes due to traffic/parking demand, correction of current physical security and resiliency deficiencies, corrections of FCA Top Ten projects and FCA deficiencies with a grade of D or F , corrections of systems routinely requiring emergency work orders by VAHCS staff, implementation of ECMs, remediation of environmental liabilities and the retrofit of capital assets to mitigate seismic hazards to support the future clinical and administrative operations of each VAHCS.
A/E shall propose a sequencing of the projects for each VAHCS s individual plan to the VAHCS s Executive Leadership Team (ELT), Facility Planner and Chief Engineer. Additional VAHCS staff may be part of the sequencing proposal review at the request of the System Director. Each lane of effort will be reviewed, identifying where linkages exist between lanes if there is a dependency and/or opportunity gained between projects. Where projects for an individual VAHCS compete and/or conflict with the market-level plan for assignment of healthcare services, the A/E shall identify this for further discussion by the review team.
A/E shall develop individual preliminary Capital Operating Plans for each VAHCS within the market that are consistent with final approved IPLs from Part Two. Each year s operating plan will include projects from all four lanes of effort rather than developing individual annual operating plans for each lane. The planning horizon for the Operating Plans is ten Federal fiscal years and aligned with the project management capacity of the VAHCS. The first five years will be detailed plans inclusive of all project types except Major Construction and Major Leases. For Minor Construction, NRM, and CSI projects, design/commissioning and construction award years will be broken out separately (except in the rare case that design, and construction occur in the same year).

EVALUATION FACTORS:

Selection criteria are in accordance with Federal Acquisition Regulation (FAR) Part 36.602-5.Â
Prospective firms are required to address all selection criteria within submitted SF330 packages using additional pages as necessary. SF 330 submissions including any additional pages are not to exceed fifty (50) pages. Each page cannot exceed 81/2 x 11 in size.
Prospective firms are required to address all selection criteria within submitted SF330 packages using additional pages as required and SF 330 submissions including any additional pages are not to exceed fifty (50) pages. SF 330 must be submitted as a PDF and cannot exceed 10MB.

Qualifications (SF330) submitted by each firm for Project Integrated Master Plan
Project No. V15-24-101 will be reviewed and evaluated based on the following evaluation criteria listed below all factors are equally important:

Professional Qualifications: the qualifications of the individuals which will be used for these services will be examined for experience and education and their record of working together as a team. The Architectural firm capable of preparing all strategic and master plan documentation including, but not limited to advance planning, strategic planning, project prioritization, existing plan reviews, market health system delivery services, and design and construction cost estimating. Prime contractor shall have, at least, the following licensed/registered specialty disciplines are mandatory for this project to be members of the firm, or team, with demonstrable expertise in their respective fields: Architect, Cost Estimators, Engineering disciplines with Health Care experience, Mechanical Engineer, Electrical Engineer, Life Safety Engineer, Strategic and Master Planners, Project Manager. The team shall have demonstrable experience in healthcare market reviews, healthcare project programing, planning and design of complex healthcare projects of a similar nature with experience on projects of similar size and complexity.

Specialized Experience and Technical Competence: Specific experience and technical skill in the type and scope of work for medical strategic and master planning to include recommendations for renovations to existing medical facilities, including, where applicable, experience in market health system delivery options, healthcare facility requirements, NFPA and The Joint Commission codes and requirements, and Veteran Health Administration guidelines and directives. Experience and qualification of personnel proposed for assignment and their record of working together as a team. The effectiveness of proposed project team (including management structure, coordination of disciplines, subcontractors, and prior working relationships) will be examined. The qualifications for Strategic and Master Planners, Cost Estimators, Life Safety technical experts, and Project Manager, shall include a summary of at least five similar projects that demonstrate technical capabilities.

Capacity to Accomplish the Work: The prime contractor will be evaluated to determine if it has the general workload and staffing capacity within its design office which will be responsible for the design to accomplish the work in the required time. In accordance with VAAR 852.219-75:  In the case of a contract for services (except construction), the contractor will not pay more than 50% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs as set forth in 852.219-73.  Any work that a similarly situated VIP-listed subcontractor further subcontracts will count towards the 50% subcontract amount that cannot be exceeded. Prime contractor must include its certification of compliance with the limitations on subcontracting specified in 852.219-75 with its 330 submissions.Â
Past Performance: The past performance of projects that are complete (strategic and master planning) that the firm has designed relevant in scope to the advertised project that were accomplished with the Department of Veterans Affairs, other Government agencies, and private industry in terms of cost control, quality of work, and compliance with performance schedules will be examined. Project past performances that are older than 5 years will receive a lesser rating than those references for projects accomplished within the past 5 years. Integrated Master planning projects that are not complete will not be considered.

Location of Design Firm: the geographic proximity of each firm to the location of the VA Medical Center will be evaluated. The mileage restriction is in compliance with FAR 36.602-1. This factor will apply to the office from which the prime contractor s business office is established. Firms within 450 miles of the VISN 15 Network Office, 1010 Walnut Street, Kansas City, Missouri will receive a maximum rating. Firms more distant than 450 miles will receive a lower rating for this factor. Firms may use Google Maps, MapQuest, Yahoo Maps, or Rand McNally to determine and report the distance of the office where the Prime Contractor is established. Prime contractor shall not use a subcontractor office, consultant office, or any office other than Prime Contractor s physical location established prior to publication of this notice to determine distance to the VISN 15 Network Office, 1010 Walnut Street, KC, Missouri 64106.

Claims and Terminations: record of significant claims against the firm or terminated contracts because of improper or incomplete architectural and engineering services will be examined.

Reputation in A-E Community: reputation and standing of the firm and its principal officials with respect to professional performance, general management, and cooperativeness.

Knowledge of locality: include knowledge of geological features, climatic conditions, or local construction methods that are unusual or unique to VISN 15, Midwest Region.

852.219-75Â VA Notice of Limitations on Subcontracting - Certificate of Compliance for Services and Construction.
As prescribed in 819.7011(b), insert the following clause:
VA Notice of Limitations on Subcontracting - Certificate of Compliance for Services and Construction (NOV 2022)
(a) Pursuant to 38 U.S.C. 8127(k)(2), the offeror certifies that -
(1) If awarded a contract (see FAR 2.101 definition), it will comply with the limitations on subcontracting requirement as provided in the solicitation and the resultant contract, as follows: [Contracting Officer check the appropriate box below based on the predominant NAICS code assigned to the instant acquisition as set forth in FAR 19.102.]
(i) X  Services. In the case of a contract for services (except construction), the contractor will not pay more than 50% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs as set forth in 852.219-73 or VOSBs as set forth in 852.219-74. Any work that a similarly situated VIP-listed subcontractor further subcontracts will count towards the 50% subcontract amount that cannot be exceeded. Other direct costs may be excluded to the extent they are not the principal purpose of the acquisition and small business concerns do not provide the service as set forth in 13 CFR 125.6.
(ii) General construction. In the case of a contract for general construction, the contractor will not pay more than 85% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs as set forth in 852.219-73or VOSBs as set forth in 852.219-74. Any work that a similarly situated VIP-listed subcontractor further subcontracts will count towards the 85% subcontract amount that cannot be exceeded. Cost of materials are excluded and not considered to be subcontracted.
(iii) Special trade construction contractors. In the case of a contract for special trade contractors, the contractor will not pay more than 75% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs as set forth in 852.219-73 or VOSBs as set forth in 852.219-74. Any work that a similarly situated subcontractor further subcontracts will count towards the 75% subcontract amount that cannot be exceeded. Cost of materials are excluded and not considered to be subcontracted.
(2) The offeror acknowledges that this certification concerns a matter within the jurisdiction of an Agency of the United States. The offeror further acknowledges that this certification is subject to Title 18, United States Code, Section 1001, and, as such, a false, fictitious, or fraudulent certification may render the offeror subject to criminal, civil, or administrative penalties, including prosecution.
(3) If VA determines that an SDVOSB/VOSB awarded a contract pursuant to 38 U.S.C. 8127 did not act in good faith, such SDVOSB/VOSB shall be subject to any or all of the following:
(i) Referral to the VA Suspension and Debarment Committee;
(ii) A fine under section 16(g)(1) of the Small Business Act (15 U.S.C. 645(g)(1)); and
(iii) Prosecution for violating section 1001 of title 18.
(b) The offeror represents and understands that by submission of its offer and award of a contract it may be required to provide copies of documents or records to VA that VA may review to determine whether the offeror complied with the limitations on subcontracting requirement specified in the contract. Contracting officers may, at their discretion, require the contractor to demonstrate its compliance with the limitations on subcontracting at any time during performance and upon completion of a contract if the information regarding such compliance is not already available to the contracting officer. Evidence of compliance includes, but is not limited to, invoices, copies of subcontracts, or a list of the value of tasks performed.
(c) The offeror further agrees to cooperate fully and make available any documents or records as may be required to enable VA to determine compliance with the limitations on subcontracting requirement. The offeror understands that failure to provide documents as requested by VA may result in remedial action as the Government deems appropriate.
(d) Offeror completed certification/fill-in required. The formal certification must be completed, signed and returned with the offeror's bid, quotation, or proposal. The Government will not consider offers for award from offerors that do not provide the certification, and all such responses will be deemed ineligible for evaluation and award.
Certification
I hereby certify that if awarded the contract, [insert name of offeror] will comply with the limitations on subcontracting specified in this clause and in the resultant contract. I further certify that I am authorized to execute this certification on behalf of [insert name of offeror].
Printed Name of Signee:
Printed Title of Signee:
Signature:
Date:
Company Name and Address:
(End of clause)


Update VISN 15 Integrated Master Plan
Project No. V15-24-101
Statement of Work
Purpose: The Contractor (herein referred to as A/E ) shall provide A/E services to update existing 2016 Integrated Plan (IP) for Veterans Integrated Service Network (VISN) 15 consisting of 2 geographic markets East and West. The services planning and facility planning will include only Veterans Health Administration operating real estate or facilities within the VISN footprint. The Integrated Planning process includes the update of Market Health Service Delivery Plans (HSDP), Facility Master Plans (FMP), and VISN Planning Reports that will be used by VHA in the annual VHA planning and budget cycles to provide input and direction for VA Strategic Capital Investment Planning (SCIP) process. The master plan shall consist of comprehensive schedule of capital projects over a period of ten Federal fiscal years composed of detailed operating plans for the first five years and generalized plans for the last five years for each of the VA Healthcare Systems (VAHCSs) listed in Attachment A. The master plan will propose necessary infrastructure improvements, site preparation work for medical equipment installations, space renovations/additions and leases to support the services provided at each VAHCS as assigned by Veterans Integrated Service Network (VISN) 15. The existing 2016 VISN 15 Integrated Plan will be provided to awardee of this contract for review.
A/E will need to visit the Medical Centers (see Attachment 1 Facility List) Kansas City VAMC; Harry S. Truman VAMC; Dwight D. Eisenhower VAMC; Colmery-O Neil VAMC; Robert J. Dole VAMC; Jefferson Barracks VAMC; John Cochran VAMC; Poplar Bluff VAMC; Marion VAMC. It will not be necessary to visit all of the community-based outpatient care clinics. Poplar Bluff VAMC has a recent master plan that is scheduled to be complete Spring 2024. Poplar Bluff VAMC master plan will need to be reviewed and evaluated for accuracy/concurrence with other VAMC master plans under development with this contract.
Part One Data Collection and Analysis (Tasks / Activities): A/E shall update existing 2016 Integrated Plan for VISN 15 (see the VA Integrated Planning Handbook) for detailed descriptions and expectations and refer to the process diagram at the end of this document provided as a guidance document to assist in the development of the 2016 original document process. However, this is only for update of VHA VISN 15 medical facility master plans not including NCA and VBA.)
Data Collection and Analysis
The Contractor shall provide professional, multi-market health systems planning, medical facility planning, architecture, engineering, data analyses and related services including technical and administrative support services as necessary to accomplish the tasks in this Statement of Work as further defined by the VAFM Integrated Planning Handbook. The Contractor shall conduct its operations and provide the required services in a manner which facilitates observation, documentation, and collaboration with VISN 15 s Project Delivery Team (PDT).

Contractor shall review:

-VA Recommendations to the AIR Commission as they pertain to VISN 15
-Existing VISN strategic and master plans; Existing VACHS master plans (capital, medical equipment, clinical, and others) most current version

-Current and next fiscal year s operating plans for capital (Major construction, minor construction, non-recurring maintenance (NRM), and Clinical Specific Initiatives (CSI)

-Leasing (Major and Minor and Mid-Level leases)

-High-Cost/High-Technology (HC/HT) equipment installation

-In-house construction (such as interior finish replacement or individual office renovations) and non-capital projects (such as internal movement of clinical services not requiring renovations) within each VAHCS

-Current and next two fiscal year s VISN lease operating plans for all leases

-List of capital and HC/HT equipment approvals for projects not yet started procurement of design, construction and/or installation and projects currently in design, construction, and/or installation

-Capital projects obligation data taken from the VHA Capital Assets Database and Projects Administration and Energy Manager staffing numbers by VAHCS and market for the prior five fiscal years as reported in the Capital Resources (CAPRES) Survey

-List of current VAHCS sites of care, administrative and support locations (i.e. office space, warehouse, parking, etc.) annotated as either VA owned or leased, along with details including, but not limited to, site/building size, age, department assignments by square footage, lease durations terms and knowledge of if services will remain in a specific location or not when a lease expires

-List of official station names from the VA Site Tracking (VAST) Database for each site of care within VAHCS

-VAHCS record drawings including site boundary surveys, site plans, and utility plans including copies of the most current Statement of Condition drawings utilized for Joint Commission accreditation

-Copies of sharing agreements and related information where VA allows third-parties use of VA owned space such as Enhanced Use Leases (EULs), out-leases, permits, revocable licenses, VA/DoD agreements, easements and Intra-Agency Agreements (IAAs)

-VAHCS most current Capital Assets Inventory (CAI) drawings and tables with department space assignments, and the most current Strategic Capital Investment Plan (SCIP) cycle gap data (space, utilization, condition, energy, functional, access, wait times and other items)
-Facility Condition Assessment (FCA) Report, most current version
-VAHCS work order logs and issue briefs over the last two fiscal years for emergent infrastructure issues that resulted in property damage, negative impacts to patient care or other disruptions to facility operations (such as extended utility outages)

-Environment of Care round reports over the last two fiscal years identifying infrastructure issues requiring work orders to correct

-Facility Energy Conservations Measures (ECMs) Report

-Facility environmental liability inventory reports

-VAHCS cultural and historic preservation agreements with local/state historical preservation offices, plans and facility architectural compatibility standards that impact designs for projects

-VAHCS physical security assessment reports including Hazard Vulnerability Assessments (HVA reports)

-Prior VA security deficiency studies

-VAHCS emergency management plans and facility utility management plans

The above reports, databases, surveys constitute the minimum level of data collection required of the A/E, but the A/E may request other reports or propose additional surveys if felt necessary to prepare the plan.
The Contractor shall establish a Project Management Team (PMT) to facilitate project administration and communication. Government will provide a VISN primary contracting office representative and alternate and each site will provide a site point of contact and alternate to participate in the PMT. Two critical early activities of the PMT shall be (1) to identify and provide a secure electronic storing and transfer capability and process for project information including potentially sensitive/aggregate patient data; and (2) to develop and regularly update a comprehensive integrated master schedule (IMS) that identifies all significant activities, meetings, and site visits. The IMS must be coordinated with VISN 15 s existing governance structure and meetings must allow for reasonable advanced participant notification/coordination (three weeks minimum) to allow clinical staff to participate without having to cancel patient appointments and be approved by the NCO15 Contracting Officer prior to NTP. The Contractor shall host a weekly telephone conference with the VISN 15 PDT for project coordination.
The Contractor shall participate in initial Leadership and Market meetings (Diagram Step 1) to: (1) explain and discuss the steps in IP process and the need to update market service delivery plans before starting facility and capital planning; (2) introduce the need to establish VISN 15 program thresholds and productivity standards in order to create a data-driven ideal delivery model; (3) begin the process of understanding the existing service delivery system in each market so that it can be compared to the ideal model later in the process, and (4) discuss the importance of VISN 15 coordinators, working with existing committees or boards, and create communication plans as a part of the process. During this introductory phase, procedures for obtaining input, data and information from VISN 15 participants will be established through questionnaires and/or interviews.
The Contractor shall facilitate an Ideal Principles Meeting to agree on, and document, the program thresholds and productivity standards to be used in the update of the data-driven, ideal model, and to discuss VISN 15 provided demand data (Diagram Step 2).
Using the ideal principles, the Contractor shall analyze Veteran demographics and VA enrollee and utilization projections, and update and document a data-driven, leap to the ideal delivery model to be used a stretch goal later in the process (Diagram Step 2).
The Contractor shall review the existing clinical inventory and delivery system and assess all VA-owned and leased VISN15 physical assets, identifying and documenting what the assets are using the Handbook template, and determining the capacity of the current delivery system (Diagram Step 3).
The Contractor shall then facilitate a meeting that compares the data-driven ideal model with the current delivery system (Diagram Step 4). Using the direction established during the comparison discussions and through work sessions with administration and clinical leadership, the Contractor shall update the key deliverables of this process: comprehensive Health Service Delivery Plans (HSDPs) for each Market (Diagram Step 5). These plans shall include Market Goals and Program Distribution, VISN 15 Market Services Delivery Plans and Allocations, Facility Missions and Communication Plans, and documentation of decision points.
After VISN approval of the HSDPs, the contractor shall update Facility Master Plans for each VHA-owned or leased campus (Diagram Step 7).
Leased facilities are to be incorporated into the main facility master plan. VA Infrastructure Strategy (to be provided by VISN 15 COR upon contract award) is to be incorporated into the update of facility master plans to include the designated tranches of each facility.
Contractor shall update existing Administration specific summary IP reports for VISN15 per the IP Handbook. These narrative documents shall explain the overall plan to achieve service delivery models that are better aligned with Veteran needs, how gaps will be reduced, the importance of any significant investments, the approach to VA s Freeze the Footprint most recent policy, recommended guidelines, recommended recapitalization/sustainment rates, and assumptions used in planning.
The Contractor shall collaborate with VHA on the refinement of process standards. These include assisting in the documentation of the work methods and techniques used by the Contractor as a part of this work.
Upon completion of Part One, the A/E should have all necessary data to prepare capital master plans.
Part Two Integrated Priority List (IPL) Development A/E shall update existing 2016 Integrated Plan for VISN 15.
This part shall consist of six subparts for the A/E to perform/lead:
Subpart A involves the development of individual preliminary Integrated Priority Lists (IPLs) of projects for each VAHCS within the market that are consistent with market-level plans for healthcare services as assigned by VISN 15 and recommended by VA s AIR Commission recommendations. The data collected in Part One forms part of the basis of IPLs and the separate projects contained therein. The planning horizon for an IPL is ten Federal fiscal years.
The IPLs shall recommend land acquisitions, new building/structure siting, renovations of existing space, site infrastructure improvements (including utilities and stormwater management), roadway and parking lot/garage changes due to traffic/parking demand, correction of current physical security and resiliency deficiencies, corrections of FCA Top Ten projects and FCA deficiencies with a grade of D or F , corrections of systems routinely requiring emergency work orders by VAHCS staff, implementation of ECMs, remediation of environmental liabilities and the retrofit of capital assets to mitigate seismic hazards to support the future clinical and administrative operations of each VAHCS. Recommendations for the leasing of off-site spaces (clinical, administrative, warehouse and parking) or entering into General Services Administration (GSA) Operating Agreements (OA) for space, when renewal/renegotiation of space sharing agreements should happen, and capital projects to support the replacement of HC/HT medical equipment shall also be included in the IPL. Prior master plans, current/future year operating plans, approved but not yet started projects and ongoing projects will serve as a starting point for the created IPLs.
Interviews with key VISN and VAHCS staff shall be held by the A/E to collect information on the current and future healthcare programs for the VAHCSs, review of existing department footprints, planned moves of departments and staff, forthcoming HC/HT equipment procurement requests and pending activations of new buildings and spaces. This information will be analyzed along with the data from Part One to determine the best mix of projects to accommodate each VAHCS s requirements with regards to the overall market-level plan and the closure of identified SCIP gaps. The A/E shall evaluate the advantages of renovation versus new construction versus lease with regard to capacity requirements. Condition of facilities to be renovated, the cost of renovations, the existing layout and functionality of existing space, physical limitations and constraints, efficiency of administrative operations, as well as the clinical adjacencies of existing departments shall be considered to both meet requirements as well as improve VAHCS operations.

A set of project data sheets shall be prepared for each proposed project organized into four lanes of effort: Space, Infrastructure, Equipment Site Preparation and Leases/OAs/Space Agreements. These lanes of efforts where possible should be able to be executed independently of each other. Each data sheet shall contain the following minimum details:

Lane of Effort
Integrated Priority List Sequential Number
Project Title
Capital Project Type
Site Plan/Floor Plan/Map Showing Location of Project
General Scope
Justification
Project Costs (Design, Commissioning, Construction or Lease Build-Out)
Estimated project duration (in months) broken down by phase
Major/Minor/NRM/CSI Design, Commissioning and Construction
Leases/OAs SCIP, Procurement, Design, Construction/Activation
Project Square Footage (Department Gross SF or Net Usable SF)
Project Dependencies/Phasing Relationship to Other Projects
List of Medical Equipment Required to be Procured Separately
VA Design Standard Waivers/Abeyances/Equivalencies Needed
List of VA National Program Office Reviews Required for the Project
If the Project Triggers a Seismic Evaluation (New Construction or Retrofit)
List of Other Special Investigations Required for Design
List of Deficiency Corrections Made by the Project
SCIP Gap Data Changes
FCA Deficiency Record Number(s)
PSRDM Deficiency Findings
Stormwater Management Deficiency Findings
ECM(s) Implemented
Site Roadway Geometry Deficiency Findings
Parking Demand Deficiency Findings
Miscellaneous Findings

The project data sheets project costs shall not be adjusted for inflation/escalation at this point, but will be under Part Three.

Subpart B involves the A/E proposing a sequencing of the projects for each VAHCS s individual plan to the VAHCS s Executive Leadership Team (ELT), Facility Planner and Chief Engineer. Additional VAHCS staff may be part of the sequencing proposal review at the request of the System Director. Each lane of effort will be reviewed, identifying where linkages exist between lanes if there is a dependency and/or opportunity gained between projects. Where projects for an individual VAHCS compete and/or conflict with the market-level plan for assignment of healthcare services, the A/E shall identify this for further discussion by the review team. The System Director will provide feedback on the proposed sequencing to the A/E, who in-turn shall adjust the IPL sequencing to reflect the feedback.

Subpart C involves the A/E presenting each VAHCS s IPLs within the market to the VISN ELT, Strategic Planner, Capital Assets Manager and each VAHCS Director. Additional VISN and VAHCS staff may be part of the IPL reviews at the request of the Network Director. Each VAHCS IPL will be reviewed at a general level highlighting the end-state changes to each system, improvements/corrections made to SCIP gap and infrastructure deficiencies and total cost (in present day dollars) of the IPL to execute. Where competition and/or conflict remain between VAHCS projects, the A/E shall identify this for further discussion by the review team. The Network Director will make the final decision on adjudicating these competitions and conflicts for the interested System Directors. The A/E in-turn shall make adjustments each impacted projects and obtain System Director approval of the final IPL for their respective VAHCS.

Part Three Operating Plan Development - A/E shall update existing 2016 Integrated Plan for VISN 15
This part shall consist of three subparts for the A/E to perform/lead:
Subpart A involves the development of individual preliminary Capital Operating Plans for each VAHCS within the market that are consistent with final approved IPLs from Part Two. Each year s operating plan will include projects from all four lanes of effort rather than developing individual annual operating plans for each lane. The planning horizon for the Operating Plans is ten Federal fiscal years and aligned with the project management capacity of the VAHCS.

The first five years will be detailed plans inclusive of all project types except Major Construction and Major Leases. For Minor Construction, NRM, and CSI projects, design/commissioning and construction award years will be broken out separately (except in the rare case that design, and construction occur in the same year). VHA capital program rules limit a dependent project (i.e., Project Two being reliant on Project One for an element of support or integration) from beginning a phase of work (either design or construction) until 95% of work is complete on the first project (for the same phase of work). For existing Minor Leases, the required SCIP submission year (defined as the fiscal year of lease s hard termination minus one), procurement package submission year (defined as no less than two years prior to hard termination) and tenant improvement year (defined as no less than one year prior to hard termination) will be broken out separately. For new Minor Leases, the target SCIP, procurement and design years will be broken out separately.

Subpart B involves the A/E presenting the operating plans to the VAHCS s Associate Director, Facility Planner and Chief Engineer. Additional VAHCS staff may be part of the review at the request of the System Director. Each year will be reviewed, identifying where linkages exist between projects if there is a dependency that crosses multiple years. Where projects for an individual VAHCS are creating a new or expanded market-level capacity of healthcare services other VAHCSs are reliant on per the AIR Commission recommendations or the VISN s strategic plan (such as constructing new Community Living Center beds), the A/E shall identify this to the review team for awareness. The Associate Director will provide feedback on the proposed sequencing to the A/E, who in-turn shall adjust the operating plans to reflect the feedback. Except where permitted by the surge factor, under no circumstances will additional projects above the VAHCS s capacity limits be added to any one year s operating plan.

Subpart C involves the A/E presenting each VAHCS s operating plans within the market to the VISN Deputy Network Director, Strategic Planner, Capital Assets Manager and each VAHCS Associate Director. Additional VISN and VAHCS staff may be part of the market reviews at the request of the Deputy Network Director. Each VAHCS s operating plans will be reviewed at a general level highlighting the quantity of projects and value of each year s plan, a breakdown of how many projects in each lane of effort are present in each year s plan, project dependencies between years, and when AIR Commission or VISN strategic plan initiatives are executed. The Deputy Network Director shall make a determination of each operating plan s ability to be executed by the VHACS (i.e., a realism check) and support of the VISN strategic plan. The A/E in-turn shall make adjustments to operating plans identified by the Deputy Network Director as requiring changes. Once all changes are made within the market, the A/E shall submit through the VHACS Chief Engineers the edited operating plans to the Capital Assets Manager for routing to the Deputy Network Director for final approval.

Part Four Final Plan Presentations - A/E shall update existing 2016 Integrated Plan for VISN 15
This part shall consist of the A/E preparing two sets of presentations on the market master plans:

(1) Each VAHCS will have a briefing on their final IPL and each year s operating plans. The end-state changes to each system after five and ten years shall be highlighted using updated VAHCS site and floor plans, as well as project dependencies between annual operating plans and the identification of impacts to project sequencing that delays in execution (both contract awards and design/construction efforts) would cause. Projects addressing AIR Commission or VISN strategic plan initiatives will be noted when the VAHCS completes them. The overall quantity of projects and dollar values shall be tabulated and presented for all ten-year operating plans, as well as the IPL with the difference between IPL and operation plan totals being noted. Changes in the VAHCS s space square footage figures by space category and the closure of any identified deficiencies (i.e., FCA, ECM, physical security, etc.) shall also be noted. The VAHCS ELT, Facility Planner and Chief Engineer shall be invited to the presentation at a minimum, along with the VISN Strategic Planner and Capital Assets Manager.

(2) Each market will have an awareness briefing on their each VAHCS s operating plans. The end-state changes to the market after five and ten years shall be noted using market maps and VAHCS site plans noting completed project locations. Projects addressing AIR Commission or VISN strategic plan initiatives will be highlighted when any VAHCS in the market completes them. The overall quantity of projects and dollar values shall be tabulated by VAHCS and for the market and presented for all ten-year operating plans, as well as each VAHCS s IPL with the difference between IPL and operation plan totals being noted. The VISN ELT, Strategic Planner and Capital Assets Manager shall be invited to the presentation at a minimum, along with the each VAHCS ELT, Facility Planner and Chief Engineer.

The above paragraphs constitute the basic outline of the work to be accomplished and in no way comprises all the details for this project. Attachment D graphically shows the major milestones and sequencing of work performed under this master plan contract; the A/E shall determine if and when additional milestones are required to successfully prepare the market plans. The A/E shall be solely responsible for the management, including all associated labor, equipment, materials, mailing costs, and inspection, to meet the requirements of the study project. The A/E shall further provide meeting minutes for all meetings held under this study project.
Work Breakdown Structure (WBS) and Process Diagram:

Work Breakdown Structure

Planning Process Diagram

Period of Performance: The task order shall be completed within 455 days of NTP.
Deliverables & Schedule: Deliverables listed below will be identified in the Contractor s proposed IMS; see attached VAFM IP Handbook for descriptions
Summary of Demand for VA Services & Agreements
VISN 15 Leadership Vision/Mission and Report describing input received including surveys and interview summaries. Review of VA Strategic Plan, VHA Long Range Plan, and VISN 15 Operating Plan and incorporate into facility master plans.
Report of the Data-Driven Model update in the Leap to the Ideal
Report of Assessment of Physical Infrastructure to include most recent Facility Condition Assessment.
Report analyzing Existing Service Delivery Models. Include all VA services and assets in each market.
Report summarizing the Comparison of Ideal to Existing meeting held with the VISN and Administrations.
Report of Market Services Delivery Goals, Plans and Allocations; provide specific tabular outline illustrating workload reallocation, describing where workload is reallocated from/to
Report of Strategies and Communication to implement Market Service Delivery Planning with facility stakeholders.
Major Deliverable: Updated Health Service Delivery Plans for each Market are a major milestone in the integrated planning process and conclude the HSD phase of work. Refer to IP Handbook.
Major Deliverable: Updated Facility Master Plans for each VA-owned and/or leased VHA campus in accordance with the IP Handbook. Each line item in FMP Table in the IP Handbook is a deliverable which is to be part of the completed FMP. The Contractor shall make progress submissions of each Facility Master Plan after each visit summarizing the findings and progress to date.
Major Deliverable: Integrated Plans: The Contractor shall prepare VISN 15 summary reports to explain the proposed service delivery models aligned to best meet Veteran needs, how gaps will be reduced, justify significant investments, the approach to the Reduce the Footprint policy, recommended guidelines, recommended recapitalization/ sustainment rates, and assumptions used in planning. The VISN 15 summary shall be organized the same way as the Market Health Service Delivery Plans and shall link and explain proposed actions with the VHA Strategic Objectives and direction in each Market and for all significant owned facilities.
VA Planning Process Improvements: The Contractor shall collaborate with VISN 15 in the preparation of a summary of the planning process that includes coordination of this Integrated Services Planning and Facility Planning effort with existing Administration and Department strategic and capital planning processes and includes assistance in updating metrics for accessing the effectiveness of the integrated planning process.
Distribution, Copies and Standards:
The interim and final deliverable submission shall be made in electronic format via upload, and on CD.
Printed copies in binders shall also be submitted as follows:
A minimum of two copies of each submission for review purposes.
Six copies of the Market Health Service Delivery Reports; one for VHA OCAMES, and five for the VISN. A CD shall accompany each copy.
Nine copies of each Final Facility Master Plan; four for the VISN, four for the respective facility and one for VHA OCAMES.
Administration Reports:
VHA VISN 15 Report: Three copies with same distribution as the Market HSD Reports.
Narrative material shall use MS Word. Tabular, statistical, and charted material shall be submitted in MS Excel. Reports shall be prepared in a page layout package such as MS Publisher or Adobe InDesign. If MS Publisher is not used, then the report shall also be submitted as a PDF file that can be edited.
Facility Master Plan drawings shall be delivered in a BIM and GIS compliant format as described in the latest editions of the VA Technical Information Library s VA BIM Guide and CAD Standards. In addition to electronic versions, each drawing shall be submitted in full size format for the interim submissions stated above. Submissions will be capable of being used as a data set compatible with link to a GIS protocol for facilities to be provided by the VA. Office of Information Technology s Enterprise GIS (eGIS). Where the data driven model uses BIM, CAD or GIS data, the analysis data will be provided.
Facility master plan schedules and IMS shall be provided in MS Project or compatible format, including predecessor/successor relationships, duration of phases (design, construction, etc.), parametric cost estimates, and proposed VA capital program.

Options:
VHA Infrastructure Strategy Tranches
Contractor shall provide unit costs for Infrastructure Strategy Tranches #2 and #3
Other Requirements
References:
2016 VISN 15 Integrated Plan and associated facility master plans
VAFM Integrated Planning Handbook shall be followed to guide the process and the deliverables.
Updated enrollment and demand data provided by VISN 15.
Market Area Health Systems Optimization (MAHSO) Recommendations (most recent)
Facility Condition Assessments (most recent)
Photographs or other types of images of VA patients, staff, and visitors shall not be taken. Images which contain any patient or staff specific information shall not be taken and any documents which come into the Contractor s possession with such information shall immediately be returned to the Contracting Officer. Photographs of significant facility issues are encouraged to document findings and observations.
VA furnished data is considered Confidential and shall not be disclosed or distributed to any person without approval of the Contracting Officer.
All data and information generated as a result of this initiative shall become the property of, and be owned by, the VA. This includes, but is not limited to, background calculations, algorithms, etc., used to update the data presented in spreadsheets or in other formats.
Access to most VA facilities requires security screening.

2016 VISN 15 Integrated Plan will be provided to awardee of this contract upon award.
Attachment 1 VISN 15 Facility List
VA Integrated Planning Handbook (May 2014) can be found on google search engine by searching for VA 2014 Integrated Planning Handbook - Please review for further information on planning process.
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Attachments/Links